Jim shared with me the idea of first framing the problem and then suggested five important methods which people employ in their decision making process:

1. Experience, also referred to as shortcut thinking is where one only uses their personal experiences to decide—relying on the idea that based on one’s experience; situation “A” requires solution “B” rather than considering other possibilities.
2. Best practices of other businesses, very hot today in management circles. In this situation, frequently the decision is made to adopt what others have successfully done, perhaps rather than to adapt the idea to their particular situation.
3. Reasoning generally alludes to approaching things through a more logical thought process—this is very good. However it is not necessarily strategically aligned to the organization’s goals.
4. Collaboration among all involved. Jim made it a point to distinguish between cooperation, where people have agreement, and not necessarily emotional ownership, verses collaboration where people will generally bond—big difference in my book.
5. Strategy based decision making. This is where the overall strategy of an organization is in the forefront of everyone’s mind and the challenge is framed in a way that is understood by all. Strategic thinking should be embraced throughout every organization.

I so much appreciated the student becoming the teacher that I’ve added some of Jim’s ideas into my seminar titled, Let’s Get Along & Be More Productive; Purposeful Interdepartmental Collaboration.

I challenge you to consider the above methods of decision making when you are attempting to resolve your challenges at work, and at home.

Copyright © 2010 Ed Rigsbee http://www.rigsbee.com. All rights reserved. Grateful acknowledgment is made to Ed Rigsbee for permission to reproduce selections from the copyrighted works of Ed Rigsbee

Leadership, at the forefront is about trust; getting others to trust and believe in you, your abilities, and vision. Below are some steps you can take to better help you to emerge as a true leader in these times:

1. Convince others that you have a vision. Your vision must be crystal clear to yourself and others, and must ring true so those you lead feel safe in following you.
2. Convince others that you have the knowledge, skills, and tools at your ready that will enable you to deliver. Just having a clear and purposeful vision is not enough. Having the tools necessary to deliver the implementation of your vision is just as crucial. Your people must believe to the depths of their souls that you have what it takes to make things happen.
3. Convince others to let you take hold of the steering wheel for the time necessary to move your vision into action. Without someone steering, nobody gets anywhere. For too many, the decision of indecision is their preferred strategy. That does not work in leading an organization through the land mines of today’s globally volatile economy but rather definitive action is needed. Any if you are going to call yourself a leader, take definitive actions.
4. Help others to imagine how your vision will result in helping to make their lives better. Nobody wants to make their life worse. However, it is your job as a leader to help those you lead to see the light, the glimmering light of hope through ultimate actions. As you inspire your organization to be better, to do better, through your own personal actions. They are “listening” to what you “do” more than listening to what you say. Be the example of what’s right, rather then embody the problem.
5. Celebrate every milestone on the way. As you steer your organization toward your vision, have milestone markers set up along the way and be sure to celebrate every marker reached. This helps those in your organization to viscerally realize that the organization is moving toward the intended vision.

Leading others is about building a trusting relationship with them; they have to trust your direction, strategy, and implementation tactics. Trust is the most powerful relationship glue on earth. You earn trust; trust is not bestowed upon you based on title, position, or any other outward trappings. Nor is trust instant but rather an accumulation of all that you say and do. You must keep your word in all aspects; actions, rewards, and penalties—otherwise your word is only partially valid which actually translates to: no trust. Say what you are going to do, do what you say, and say what you did—therein are found your successful leadership strategy.

Copyright © 2010 Ed Rigsbee http://www.rigsbee.com. All rights reserved. Grateful acknowledgment is made to Ed Rigsbee for permission to reproduce selections from the copyrighted works of Ed Rigsbee